Managing
Performance
Quarter 3 2015/16
Version 1.0
Any queries please contact Policy and Performance Management Officer, Helen Thomas
Tel. 01263 516214
Managing Performance Quarter 3 2015-16 v 1.0
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Contents
Contents .................................................................................... 2
Introduction............................................................................... 3
Key............................................................................................. 3
Overview ................................................................................... 4
Jobs and the Local Economy .................................................. 5
Housing and Infrastructure ...................................................... 7
Coast, Countryside and Built Heritage ................................... 9
Localism .................................................................................. 16
Delivering the Vision .............................................................. 18
Appendix 1: Delivering the Annual Action Plan 2015/16 ..... 24
Jobs and the Local Economy ............................................................ 24
Housing and Infrastructure ................................................................ 30
Coast, Countryside and Built Heritage............................................... 32
Localism ............................................................................................ 37
Delivering the Vision .......................................................................... 39
Version Control....................................................................... 43
Managing Performance Quarter 3 2015-16 v 1.0
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Introduction
The quarterly performance report for Cabinet shows progress against the Corporate
Plan 2012-2015 Priorities, together with any other relevant performance achievements
and issues.
Each priority has a strategic assessment of progress achieved during the quarter in
delivering the Annual Action Plan 2015/16 and achieving targets.
Performance information for each priority is broken into two sections:


Summary, including assessment of overall performance within each priority
Performance Indicators – progress reporting
Progress in delivering each activity in the Annual Action Plan 2015/16 is reported in
Appendix 1.
The purpose of the report is to highlight any performance issues to help the Council
identify areas for discussion and take action to secure improvement in the future where
it is needed.
Signifies an action or target achieved that has an outcome that meets our
equalities objectives.
Text in red is that from quarter 2 – updates are awaited.
Key
NA = Not
applicable
Target achieved or exceeded
Improving compared to the same period
last year
Close to target
Close to the same period last year’s
result
Significantly below target
Significantly worse compared to the same
period last year
Indicators can be labelled as not applicable as this is important information for the Council
where the influence and actions of the Council may make improvements but there is not
sufficient control over the outcome to set a target
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Overview
1. The majority of the 55 activities in the Annual Action Plan 2015/16 are on track (40) and nine
activities have already been completed successfully. Performance is being closely
monitored, particularly for the activities where issues or problems have been identified (four),
one is on hold and one is not started. See Chart 1 below.
2. Of the 19 performance indicators where a target has been set 11 are on or above target, two
close to target and six below target. Where assessment against the same period last year is
possible (21 indicators), eight are improving, eight are static and five are worsening.
3. The delivery of the Annual Action Plan is progressing according to plan. However, there are
a few performance issues in achieving targets and improvement. The issues involved, and
action being taken in each case, are detailed in the remainder of the document.
Activities
2%
2%
Completed Successfully
7%
16%
On Track
Some Problems
Not Started
73%
On Hold
Chart 1 : Progress of the activities in the Annual Action Plan 2015/16
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Jobs and the Local Economy
Strategic Overview
Sixteen of the 18 actions are on track and two have been completed successfully. Performance
against three of the four targeted performance indicators are on or above target and one is
below target. Performance against all but one of the four performance indicators have improved
since the same period last year.
Information is awaited for one activity.
The Council has:
1. Seen two areas in the district designated by the Government as Enterprise
Zones; at Scottow Enterprise Park (the former RAF Coltishall site) and at
Egmere. The designation means that:
a. Businesses investing in those areas will benefit from business rate
relief;
b. The sites will be provided with access to high speed broadband; and
c. They will benefit from simplified planning regimes.
2. Offered free Christmas parking at Council car parks on 19 and 20 December
2015
3. Undertaken a study into business growth and investment opportunities, that
will inform future site allocations, development, promotion and marketing of
the district to facilitate new investment and economic growth opportunities
4. At the end of December 2015, a number of significant projects and
programmes successfully completed.
a. The Business Enterprise and Start-up grants scheme closed, having
supported 66 businesses with grants totalling £125,341
b. The Enterprise North Norfolk scheme supported a total of 187
business start-ups
c. The North Norfolk Fisheries Local Action Group managed to support
projects totalling £1,345,667, drawing down £872,493 of EFF funding
Issues and challenges
1. A key challenge will be to continue to maintain the momentum on business
support activity by working accessing emerging funding opportunities and
working with a new Growth Programme developed by the New Anglia LEP, the
details of which have yet to be approved
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Performance Indicators
Indicators and Measures
Number of businesses assisted to
retain jobs and/or increase
employment each year (monthly
cumulative) (J 004)
Q3
13/14
Q3
14/15
Q3
15/16
Target
Q3
15/16
Result
35
50
27
48
Target
2015/16
36
The increase in numbers is part of a shift in the emphasis of
skills team activities - with business webinars and selfemployment workshops.
Number of member businesses of
the Destination Management
Organisation (DMO) for the North
Norfolk coast and countryside
(quarterly) (J 015)
161
165
250
195
250 by
December
2015
It would seem that membership has plateaued. Efforts are
divided between attracting new members and retaining
existing, which is proving to be resource intensive. The
Destination Management Organisation is successfully
maintaining regular contact with its members through
networking events, dissemination of relevant information, and
media activity. The marketing plan for the new year will include
exciting online campaigns on social media and engaging short
films with the involvement of members.
Number of new business startups supported by Enterprise
North Norfolk (quarterly
cumulative) (ED 023)
35
60
37
59
50
The final period of activity was successful in supporting many
local start-up businesses. Whilst the contract for the Enterprise
North Norfolk programme finished in December 2015, it is
anticipated that a new business start-up programme will soon
be established as part of a European funded initiative set up
by New Anglian Local Enterprise Partnership. This is pending
final approval from DCLG.
Number of people supported with
Information, Advice and Guidance
(IAG) (quarterly cumulative) (ED
025)
-
423
350
432
450
(annual)
The initiative has successfully delivered against programme
and contract targets. Digital by default webinars have begun to
supplement the face-to-face service.
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Housing and Infrastructure
Strategic Overview
Five of the eight activities in the Annual Action Plan 2015/16 are on track, one has been
completed successfully, one is having some problems and one has not started. Performance
against both of the indicators where an assessment against the same period last year is
possible are worsening.
The Council has:
1. Received and put out to consultation a development brief for the former RAF
Raynham site
Issues and challenges
1. Maintaining the supply of housing, particularly affordable housing, remains a
challenge in the current climate, as is facilitating a reduction in the number of
empty homes in the District
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Performance Indicators
Indicators and
Measures
Number of long
term empty
homes (6
months or more)
(monthly) (H
002)
Q3
13/14
Q3
14/15
575
505
Q3 15/16
Target
-
Q3 15/16
Result
555
Target 2015/16
-
Monitor
(Low is good)
Class C total is 453 and the Levy total is 114 which gives an increase in the long
term properties of 12 compared to last month. This is broken down by an
increase of 11 properties at Class C (empty 6-24 months) whilst the properties
at Levy stage have increased by 1 (empty 2 years+).
All properties that become empty after 3 months receive an empty property
review and questionnaire to complete. This gives us information as to what the
owner's intention is regarding their property. Each month these reviews are sent
out and are dealt with by the Revenue's Service and the Empty Homes
Manager. Regular visits were undertaken by the Revenues Outside Officer
however this has stopped since this post is being considered as part of the
Planning Business Process Review work which is on-going and looking at a
corporate enforcement team. Data Tank has done a data matching exercise for
us and Phoenix have carried out inspections of these empty properties. The
Empty Homes Manager is also visiting properties to gain useful information to
help reduce the long term empty property numbers.
Number of
affordable
homes built
(monthly
cumulative) (H
007)
99
63
N/A
19
-
Carry out
trend analysis
It was expected that 17 dwellings would be completed in December at Briston
but these dwellings have been delayed until January. By the end of March 2016
it is still expected that 75 affordable dwellings will have been completed.
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Coast, Countryside and Built Heritage
Strategic Overview
Activities and outcomes are being delivered against this priority. Two of the eleven activities in
the Annual Action Plan 2105/16 have been successfully completed and a further eight are on
track. One activity is having some problems. Performance against five of the eight targeted
performance indicators are on or above target and three below target. Where an assessment
against the same period last year is possible performance against one of the eight indicators is
improving, five are static and two worsening.
The Council has:
1. Carried out consultation on what should be the content of the emerging local plan.
Responses were received from town and parish councils, local developers, interest
groups as well as statutory consultees – e.g. police, health authorities etc.
2. Distributed new waste collection calendars and provided the information online
specific to every address in the district
3. Seen North Norfolk District Council’s refurbished toilets on Cromer Pier win a
national award in the beaches category of the 2015 Loo of the Year Awards
4. Proposals for the establishment of the Coastal Partnership are well advanced and
good working relations between a wide range of partners have been established,
bringing new research and funding opportunities for Coastal Management
initiatives
5. Partnership working with Bacton Gas Terminal and the Environment Agency is
progressing with the completion of an initial investigation into potential coastal
management options for the frontage
6. Completed improvements to four beach access ramps at Sheringham Gangway,
Sheringham Beach Road, Mundesley Lifeboat and Rudram’s Gap Bacton. These
projects have received significant funding from the FLAG initiative and have
improved the resilience and quality of fisheries infrastructure whilst also improving
beach access for the public and coast protection works
Issues and challenges
1.
Performance Indicators
Indicators
and
Measures
Q3 13/14
Q3 14/15
Q3
15/16
Target
Managing Performance Quarter 3 2015-16 v 1.0
Q3
15/16
Result
Target
2015/16
Page 9 of 43
Indicators
and
Measures
Percentage
of planning
appeals
allowed
(monthly
cumulative)
(C 002)
Number of
planning
appeals
allowed
(monthly
cumulative)
(C 002a)
Q3 13/14
-
-
Q3 14/15
Q3
15/16
Target
Q3
15/16
Result
27.8%
30.0%
21.1%
5.0
-
4.0
Target
2015/16
Review and
report. Less
than 30%.
-
-
N/A
The appeal decisions are reviewed on a regular basis by
Development Committee.
Percentage
of MAJOR
planning
applications
processed
within
thirteen
weeks
(monthly
cumulative)
(C 003)
81.25%
71.43%
80.00%
60.00%
80%
Major application workload is still significant and a number of those
applications are requiring S106 obligations, There have also been
significant issues in recruitment of a Team Leader in the Major
Projects Team, which has resulted in an unfilled post for over 12
months. The major project Team Leader post has now been
appointed (commencing mid Feb) and interviews for the vacant
Planning Officer post are being held mid-January. Once the team is
up to capacity, the performance should improve.
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Indicators
and
Measures
Percentage
of MINOR
planning
applications
processed
within eight
weeks
(monthly
cumulative)
(C 004)
Q3 13/14
Q3 14/15
Q3
15/16
Target
Q3
15/16
Result
41.67%
58.59%
70.00%
55.36%
Target
2015/16
70%
The workload has increased, at the same time as we have been
unable to fill a Planning Officer position, so has reduced our overall
capacity. Actions are being taken to address recruitment issues.
Percentage
of OTHER
planning
applications
processed
within eight
weeks
(monthly
cumulative)
(C 005)
58.40%
77.06%
70.00%
64.14%
70%
The workload has increased, at the same time as we have been
unable to fill a Planning Officer position, so has reduced our overall
capacity. Actions are being taken to address recruitment issues.
Percentage
of MAJOR
planning
applications
processed
within
thirteen
weeks over
the last 24
months
(monthly
cumulative)
(DM 005)
61.90%
75.90%
50.00%
Target
threshold
revised by
Government
from 30% to
40% in June
2014 and
from 40% to
50% in
September
2015.
70.00%
Our performance is well above the Government target which has
been increased to 50% in September.
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Indicators
and
Measures
Percentage
of MAJOR
planning
applications
refused and
then
overturned
on appeal
over the last
24 months
(monthly
cumulative)
(DM 006)
Q3 13/14
0.00%
Number of
MAJOR
planning
applications
refused and
then
overturned
on appeal
over the last
24 months
(monthly
cumulative)
(DM 006a)
-
Q3 14/15
1.20%
1
Q3
15/16
Target
Q3
15/16
Result
Target
2015/16
20.00%
3.75%
Target
threshold set
by
Government
at 30% and
confirmed by
the
Department
of
Communities
and Local
Government
at 20% in
June 2014.
NNDC target
20%.
4
3
Less than 5.
Our performance is well above the Government target. Three major
decisions have been overturned on appeal:



Magistrates Court Cromer
Crematorium decision
Happisburgh Caravan site
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Indicators
and
Measures
Target
response
time to fly
tipping and
all other
pollution
complaints
(within 2
working
days)
(monthly
cumulative)
(C 007)
Q3 13/14
Q3 14/15
Q3
15/16
Target
Q3
15/16
Result
90.00%
88.00%
80.00%
82.00%
Target
2015/16
80%
Throughout the quarter the response to complaints has been
consistent and maintained the cumulative response time of 82%
We received 168 requests for service over the quarter of which 127
(76%) were responded to within 2 working days.
This percentage comprises the following data:
77% of Nuisance cases were responded to within two days.
100% of Drainage cases were responded to within two days.
73% of fly tipping cases were responded to within two days.
There has been a significant improvement in fly tipping cases with
the percentage over last quarter increasing by 9%. However there
was a reduction of 13% on the last quarter with the Nuisance cases.
On further investigation into the causes of this it is associated with
errors in data recording after new processes have been setup and a
specific period of holiday cover during October. These matters have
now been addressed.
Number of
pollution
enforcement
interventions
(quarterly
cumulative)
(C 008)
25
22
-
Managing Performance Quarter 3 2015-16 v 1.0
18
-
-
Review and
report.
Page 13 of 43
Indicators
and
Measures
Q3 13/14
Q3 14/15
Q3
15/16
Target
Q3
15/16
Result
Target
2015/16
Within the quarter there were four new pollution cases which were
investigated with a view to potential prosecution. Three of these are
related to fly tipping, one related to waste duty of care. All of these
cases are still pending further investigation/action.
In addition, seven further fly tipping cases were completed during
the quarter. One of these being closed due to there being no
evidence to proceed, two were closed with warning letters being
sent and four were successful prosecutions of one individual. He
received a total of 150 hours community service and was ordered to
pay £303 compensation to the landowner on whose land he had fly
tipped. In addition he was ordered to pay £250 costs.
Four noise abatement notices were served three were in relation to
barking dogs and the other was for music noise.
Following the serving of the noise abatement notices last quarter on
2 licensed premises the team have called for reviews of both of their
licences, one has been heard with additional conditions being
added to ensure the premises is run in a manner not to affect the
local community. The other one has yet to be heard.
Number of
fixed penalty
notices
issued
(quarterly
cumulative)
(C 009)
5
0
-
0
-
-
Carry out
trend
analysis
The team continues to issue FPNs when incidents are witnessed.
Patrols for dog fouling and littering have been reduced and will only
be targeted to specific hotspot locations as and when required.
Other methods of tackling the problem are being used including
signs, stencils and involving the local community and schools.
Number of
defaults
issued to the
waste and
related
services
contractor
for
cleanliness
(monthly
cumulative)
(C 010)
28
87
-
Managing Performance Quarter 3 2015-16 v 1.0
161
-
-
Review and
report.
Page 14 of 43
Indicators
and
Measures
Number of
rectifications
issued to the
waste and
related
services
contractor
for
cleanliness
(monthly
cumulative)
(ES 015)
Q3 13/14
118
Q3 14/15
174
Q3
15/16
Target
-
Q3
15/16
Result
195
Target
2015/16
-
-
No target.
Report to
Head of
Service and
Management
Team
Kier's performance across the contract as a whole has been
generally satisfactory during what has been a busy summer
season. As detailed in quarter 2, performance around bin
collections has been poor and is the source of the majority of
defaults issued.
In total, 161 contract defaults have been issued in the period April Dec 2015, almost double the number issued in the same period in
2014. However, this is largely due to an increase in the level of
contract monitoring taking place, combined with the targeted
approach taken by officers to drive improvements in the service.
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Localism
Strategic Overview
There has been a considerable amount of activity against this priority. Two activities have been
successfully completed and four are on track.
The Council has:
1. Launched a Community Sports Club at Sidestrand Hall School. The club offers
martial arts and street dancing for students attending the school
2. Launched a Community Sports Hub at Briston Sports Pavilion. The Hub offers
yoga and archery and will now be run by a voluntary committee
3. Launched a Community Sports Club at Sheringham High School adding Flag
Football, a form of American football, to the activities the club offers
4. Received an application from Happisburgh Parish Council to designate the
parish as a Neighbourhood area. This is the first step towards preparing a
Neighbourhood Development Plan, Neighbourhood Development Order or a
Community Right to Build Order
5. Awarded Big society Fund grants to a wide variety of beneficial local
community projects
6. Refurbished the gyms at Victory in North Walsham and Splash in Sheringham
providing new strength cardiovascular equipment, an improved layout, and
redecoration. The centres are owned by North Norfolk District Council and
operated by Places For People Leisure. The refurbishments were funded by
the operator
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Performance Indicators
Indicators and Measures
Q3
13/14
Q3 14/15
Q3
15/16
Target
Q3 15/16
Result
Target
2015/16
Number of grants awarded
to local communities from
the Big Society Fund
(monthly cumulative) (L
005)
20
29
N/A
22
-
-
Review
and
report
Amount of funding
investment in community
projects (from the Big
Society Fund) (£) (monthly
cumulative) (L 006)
145,193
149,762.40
N/A
111,019.42
-
-
Review
and
report
The Big Society Fund Panel met on 7 September 2015.
13 applications totalling £111,950.55 were presented to the Panel




11 applications were approved
One was deferred
One was declined
Total funding awarded £62,095.31
The Final Panel for this financial year will be held in March 2016.
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Delivering the Vision
Strategic Overview
Two activities have been completed successfully, seven are on track, two are having some
problems and one is on hold. Performance against three of the seven performance indicators
where a target has been set are on or above target, two close to target and two are below
target. Performance against four indicators are improving compared to the same period last
year, two are static and one worsening.
The Council has:
Service Improvement
1. Been awarded Investors in People Gold Standard. Gold is the highest level
of recognition which organisations can achieve and is only given to those
that are able to demonstrate a degree of excellence in the way they
develop and support their staff
2. Agreed to share, on an interim basis, a Chief Executive and S151 Officer
with Great Yarmouth Borough Council
3. The Council’s award-winning legal team, eastlaw, has made it to the finals
of the British Legal Award 2015 and the Modern Law Awards 2015
4. Transformed the Fakenham Connect building and enabled the Department
of Work and Pensions to move into the building. Council services, DWP,
Fakenham Town Council and Norfolk County Council’s Registrar are
available
5. Formally agreed to work in partnership with three other local coastal
authorities in Norfolk and Suffolk, sharing coastal management resources
and expertise
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Performance Indicators
Indicators and
Measures
Percentage of
Priority 2
(Important) audit
recommendations
completed on time
(quarterly
cumulative) (V
001)
Q3
13/14
78.0%
Q3
14/15
73.0%
Q3
15/16
Target
80.0%
Q3
15/16
Result
Target 2015/16
72.0%
80%
13 out of 18 implemented.
Percentage of
Priority 1 (Urgent)
audit
recommendations
completed on time
(quarterly
cumulative) (V
002)
-
-
100%
100%
-
-
100%
-
100%
There are no urgent recommendations outstanding.
Percentage of
audit days
delivered
(quarterly
cumulative) (V
004)
78.0%
-
78.0%
75.0%
127/170 days delivered as at the end of quarter 3.
Working Days Lost
Due to Sickness
Absence (Whole
Authority days per
Full Time
Equivalent
members of
staff) (quarterly
cumulative) (V
007)
4.71
4.51
4.50
4.15
6 days per full
time equivalent
(FTE)
employee
The figure for quarter 3 is the same as last year. The Council again offered all
staff the opportunity to have a flu injection.
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Indicators and
Measures
Percentage of
Council Tax
Collected (monthly
cumulative) (RB
009)
Q3
13/14
Q3
14/15
Q3
15/16
Target
Q3
15/16
Result
83.59%
83.59%
83.50%
83.60%
Target 2015/16
98.5% (annual)
We have achieved our target and collected an extra £78,014.33. We also
surpassed the previous last two financial year’s collection of Council Tax at
this point, both by 0.01%.
Percentage of
Non-domestic
Rates collected
(monthly
cumulative) (RB
010)
89.63%
86.51%
86.40%
85.75%
99.2% (annual)
Unfortunately we are still behind target. This has increased from 0.62% to
0.65% as at end of December 2015. This equates to approx. £161k compared
to the total amount collected of £21.7m Business Rates collected by the end
of December 2015.
The main reason for this is that we increased our debit by growing our NNDR
Rating List. The Rateable Value total has increased this month by £226,474
which includes the Aldi store in Fakenham and the Solar Farm at Scottow that
came into local rating list.
Average time for
processing new
claims (Housing
and Council Tax
Benefit) (monthly
cumulative) (RB
027)
26.0
19.0
18.0
17.0
18 days
During December, a total of 277 new claims have been processed, taking on
average 20 days to complete. This processing time includes delays by the
customer to provide the information required to process their application.
93% of new claims were processed within 14 days of receiving all information
required from the customer.
Further analysis shows that 62% of new claims were processed within 3 days
of receiving all information required from the customer.
Speed of
processing:
change in
23.0
12.0
10.0
Managing Performance Quarter 3 2015-16 v 1.0
18.0
10 days
Page 20 of 43
Indicators and
Measures
Q3
13/14
Q3
14/15
Q3
15/16
Target
Q3
15/16
Result
Target 2015/16
circumstances for
Housing and
Council Tax
Benefit claims
(average calendar
days) (monthly
cumulative) (RB
028)
During December, a total of 2,184 changes in circumstances have been
processed, taking on average 14 days to complete. This processing time
includes delays by the customer to provide the information required to
process their application.
84% of changes in circumstances were processed within 14 days of receiving
all information required from the customer.
Further analysis shows that 52% of changes in circumstances were
processed within 3 days of receiving all information required from the
customer.
Percentage of
Ombudsman
referrals
successful
outcomes for the
Council (monthly
cumulative) (PA
002)
-
Number of
Ombudsman
referral decisions
(monthly
cumulative) (PA
001)
-
66.7%
3
N/A
100%
-
N/A
1
-
No target set.
Report to
Management
Team.
-
No target set.
An excellent result so far this year, with reduced numbers of complaints
accepted compared to last year and the only one that was investigated, was
found in favour of the Council.
Percentage of
customers who
were quite or
extremely satisfied
they were dealt
with in a helpful,
pleasant and
courteous way
-
-
-
Managing Performance Quarter 3 2015-16 v 1.0
100%
-
-
No target set.
Report to
Transformation
Board.
Page 21 of 43
Indicators and
Measures
Q3
13/14
Q3
14/15
Q3
15/16
Target
Q3
15/16
Result
Target 2015/16
(quarterly) (CS
053)
Percentage of
customers who
were quite or
extremely satisfied
they were dealt
with in a
competent,
knowledgeable
and professional
way (quarterly)
(CS 054)
Percentage of
customers who
were quite or
extremely satisfied
with the time taken
to resolve their
enquiry (quarterly)
(CS 055)
Percentage of
customers who
were quite or
extremely satisfied
they got everything
they needed
(quarterly) (CS
056)
Average wait time
(minutes) Customer Services
(monthly) (CS 057)
Average
transaction time
(minutes) Customer Services
(monthly) (CS 058)
No target set.
Report to
Transformation
Board.
-
-
-
-
-
-
-
3 min
32 sec
(Dec)
-
8 min
27 sec
(Dec)
-
-
100%
97.9%
-
100%
-
2 min
14 sec
(Dec)
-
6 min
10 sec
(Dec)
-
-
-
-
-
-
-
-
-
-
No target set.
Report to
Transformation
Board.
No target set.
Report to
Transformation
Board.
No target set.
Report to
Transformation
Board.
No target set.
Report to
Transformation
Board.
The reduction in both customer waiting time and transaction time by
Customer Services has been achieved through better use of performance
management information and allocation of staff resources to cover identified
Managing Performance Quarter 3 2015-16 v 1.0
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Indicators and
Measures
Q3
13/14
Q3
14/15
Q3
15/16
Target
Q3
15/16
Result
Target 2015/16
customer demand patterns.
Average wait time
(minutes) Housing Options
(monthly) (CS 059)
-
5 min
55 sec
(Dec)
-
4 min
29 sec
(Dec)
-
-
No target set.
Report to
Transformation
Board.
The improved performance is a result of improved processes and an increase
in the proportion of cases which are simpler to process.
Managing Performance Quarter 3 2015-16 v 1.0
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Appendix 1: Delivering the Annual Action Plan 2015/16
Key
Activity Status
Symbol
Description
Completed
Successfully/ On
Track
Activity has started on schedule, and is on track to be completed by the predicted end
date, to budget and will deliver the expected outputs and outcomes/ impacts or already
has.
Not Started
This is for activities that are not programmed to start yet.
Postponed, Delayed
or On Hold
This is for activities that should have started by now but have not or activities that have
started but have had to pause or are taking longer than expected.
Some Problems
Lead officers should have described the problems and the action being taken to deal
with them.
Needs Attention/ Off
Track/ Failed
Activity is off track (either by starting after the predicted start date or progress slower
than expected), and it is anticipated that it will not be completed by the predicted end
date. Attention is needed from the lead officer and others to get this activity back on
track.
Failed - Activity not delivered and there is no way that it can be.
Text in red is that from quarter 2 – updates are awaited.
Jobs and the Local Economy
A - Increase the number of new businesses and support the growth and expansion of
existing businesses
Activity
Status
Progress/ Action Note
AAP 15/16 - J A 01 - We will
formulate and deliver a Growth
Plan for North Norfolk, linked to
the New Anglia Strategic
Economic Plan and Norfolk
Growth Prospectus, and identify
and promote future projects
which could receive grant
funding support through these
programmes
On Track
The Business Growth & Investment
Opportunities study was completed in
December and that will inform the
development of key documents
including the Local Plan, Property
Investment Strategy and a new
Investment Prospectus. Key projects
have been successful in achieving
grant funding from a variety of sources
and two new Enterprise Zones have
been confirmed.
AAP 15/16 - J A 02 - We will
work with partners to deliver the
Enterprise North Norfolk
Business Start Up and Support
Scheme
Completed
Successfully
The support scheme operated
effectively and the contract ended in
December 2015. We continue to work
with New Anglia LEP to develop a
suitable programme that will provide
support to businesses in the area.
Managing Performance Quarter 3 2015-16 v 1.0
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Activity
Status
Progress/ Action Note
AAP 15/16 - J A 03 - Working in
partnership we will develop an
Investment Strategy to increase
investment opportunities in the
district through seeking to
remove constraints from
allocated employment sites and
promote their potential to
accommodate new job-creating
development
On Track
BE Group were appointed as third
party consultants to develop the
Council’s Business Growth and
Investment Opportunities Strategy.
This was completed in November
2015. The next step is to develop the
Business Growth Strategy detailing the
opportunities for growth and expansion
alongside an Investment Prospectus.
This is due for completion by Spring
2016.
AAP 15/16 - J A 04 - We will
promote the Egmere Business
Zone to offshore wind energy
businesses and their suppliers
and partners
On Track
Enterprise Zone status was awarded
to the site in November 2015 for 6
years from 1 April 2016 - detailed
discussions are being progressed re
future marketing with the New Anglia
LEP.
The report to Cabinet 5 January 2016
was endorsed. The proposal is for
Council to take forward a scheme to
provide road and utility services into
1.65 hectares of land so as to provide
plots for future business development.
AAP 15/16 - J A 05 - We will
work with Norfolk County
Council to promote new jobcreating development at the
Scottow Enterprise Park
(formerly RAF Coltishall) site
On Track
Enterprise Zone status was awarded
to the site in November 2015 for 6
years from 1 April 2016. The Council
is discussing with the County Council
future promotion of business
investment opportunities at this site.
AAP 15/16 - J A 06 - We will
develop our corporate position
and consult with a wide range of
stakeholders in respect of
emerging renewable energy
policy and technologies through
preparation of an Energy
Strategy
Completed
Successfully
Managing Performance Quarter 3 2015-16 v 1.0
A presentation was delivered to a
Member workshop in 2014 with this
learning/information being carried
forward for incorporation within the
new North Norfolk Local Plan.
Page 25 of 43
Activity
Status
AAP 15/16 - J A 07 - We will
ensure regular engagement
with business through
established Forums such as the
Norfolk Chamber of Commerce,
the Federation of Small
Businesses and local Chambers
of Trade to better understand
business need and where public
sector intervention and/or
support is required.
On Track
Progress/ Action Note
Our relationship with the local
business community is evolving in
accordance with the Business
Engagement Strategy. This will
continue to develop and methods of
reporting business engagement and
support activity will be implemented.
B - Improve the job prospects of our residents by developing a skilled and adaptable
workforce that is matched to business growth and development
Activity
Status
Progress/ Action Note
AAP 15/16 - J B 01 - Through the
Council's Learning for Everyone
(L4E) Team we will provide
information, advice and guidance to
local people wishing to enter
employment or improve their levels of
skills and raise aspiration
On
Track
The skills team, Learning for Everyone,
has just been reaccredited with the
nationally recognised matrix standard.
This is the quality standard for offering
careers advice or information, advice
and guidance on skills and work
opportunities.
The report quoted clients - 'if it wasn't
for the service, I would not be in
employment'. The report concluded: ' It
has demonstrated a high quality,
responsive service and how it meets
the needs of clients throughout their
interaction with the organisation.'
AAP 15/16 - J B 02 - We will offer
bespoke programmes of advice and
support to people faced with
redundancy from local companies as
and when such events occur
On
Track
This year we have assisted 69
individuals affected by redundancy.
Currently we have tracked 36 who we
have helped into new employment.
AAP 15/16 - J B 03 - We will put in
place a sustainable programme of
delivery for the Learning for Everyone
Team recognising the changing
policy and delivery framework of
advice and guidance services,
opportunities to work differently with
existing partners and develop
bespoke programmes of skills
training on behalf of local employers
On
Track
The team has been delivering
employment support initiatives with
external partners. We are in the
process of aligning the provision of
skills support to other programmes and
will utilise the outcomes of the skills
analysis to orientate the skills support
towards the local business needs.
Managing Performance Quarter 3 2015-16 v 1.0
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Activity
Status
Progress/ Action Note
AAP 15/16 - J B 04 - We will promote
work experience and apprenticeship
initiatives as part of our role as an
intermediary member of the
Apprenticeships Norfolk Network
On
Track
Work has begun to assist local schools
with work experience by promoting the
opportunity with local businesses.
AAP 15/16 - J B 05 - We will
undertake an audit of employment
opportunities and skills needs
amongst local businesses and share
the findings with our partners and key
strategic bodies
On
Track
We have completed a skills analysis of
the local labour market which has
yielded some valuable lessons in how
the Council should orientate its
resources and work with partner
organisations such as NCC, NALEP
and the newly formed Careers and
Enterprise Company to refine support
for skills provision in North Norfolk.
C - Improve access to funding for businesses
Activity
Status
Progress/ Action Note
AAP 15/16 - J C 01 - We will
administer, monitor and review a
North Norfolk Small Business
Grant programme and review
effectiveness after 12 months
operation
On
Track
The BESt grant is now fully committed. A
recent interim report noted the
effectiveness of the grant with a more
formal evaluation due once all funds are
committed.
AAP 15/16 - J C 02 - We will seek
to influence Local Enterprise
Partnership programme delivery
in North Norfolk, particularly in
respect of monitoring the take-up
of grant funding programmes by
North Norfolk businesses
On
Track
The Economic Growth team has
contributed to the development of the
emerging NALEP Growth Programme and
works in close liaison with the Local
Enterprise Partnership in relation to the
operation of the Growth Hub. More work is
underway to ensure that business support
remains proactive and effective.
D - Reduce burdens to business by removing unnecessary red tape and bureaucracy
at the local level
Activity
Status
AAP 15/16 - J D 01 Working with partners we will
achieve more than 90%
coverage of the district with
superfast broadband speeds
(minimum 24 megabits per
second)
On
Track
Progress/ Action Note
Part 1 of the Superfast Extension Programme
(SEP) was funded by LEP, NCC and
Government. Rollout commenced early and 21
cabinets were enabled by the end of 2015,
three months ahead of schedule.
SEP Part 2 will be based on District Council and
Government funding, Norfolk five most rural
Managing Performance Quarter 3 2015-16 v 1.0
Page 27 of 43
Activity
Status
Progress/ Action Note
District Councils are all due to take their
investment decisions by the end of February,
following which an extension to the rollout will
be agreed.
AAP 15/16 - J D 02 - We will
ensure advice and guidance
is readily available to help
business comply with the law
and our approach to
enforcement will consider the
needs of local business
On
Track
Through our interactions with businesses,
advice and guidance is provided on regulatory
compliance and achieving best practice.
In the quarter, 224 inspections of food premises
were completed to ensure that standards of
hygiene are maintained. The level of compliant
food premises remains high. Where businesses
do not meet the standard required officers
provide advice and guidance to secure
compliance with enforcement only considered
as a last resort. A project to provide food
hygiene and health & safety advice to, and
inspect all, Bed & Breakfast establishments
across the district was started. This will ensure
that these businesses, which are of vital
importance to the local economy, have the
opportunity to demonstrate their high standards
via the publicly searchable "Food Hygiene
Rating Scheme" and the business owners know
that they have access to up to date advice from
the Commercial, and other, Teams at the
Council. 76 businesses approached the
Commercial Team directly for, and were given,
advice about Food safety and other issues.
Our responses to planning consultations ensure
that compliance on environmental matters is
provided through suitable conditions on
development. For existing businesses officers
work closely on often complex issues in order to
ensure the most effective solutions having
regard to the cost of compliance.
AAP 15/16 - J D 03 - We will
streamline the planning
process to facilitate new jobcreating investment in the
district through improved
engagement with businesses
and improved planning
performance
On
Track
Planning Business Process Reviews are now
moving to the implementation stage.
E - Promote a positive image of North Norfolk as a premier visitor destination
Activity
Status
Managing Performance Quarter 3 2015-16 v 1.0
Progress/ Action Note
Page 28 of 43
Activity
Status
AAP 15/16 - J E 01 - We will work with
the North Norfolk Destination
Management Organisation, which is
currently funded by the District Council,
to ensure the positive promotion of
North Norfolk as a leading visitor
destination.
On
Track
Managing Performance Quarter 3 2015-16 v 1.0
Progress/ Action Note
The Destination Management
Organisation (DMO) continues to
develop and support a wide network
of tourism related organisations and
has developed effective marketing
campaigns for the area.
Page 29 of 43
Housing and Infrastructure
A - Increase the number of new homes built within the district and reduce the
number of empty properties
Activity
Status
Progress/ Action Note
AAP 15/16 - H A 01 - We will
bring forward detailed proposals
on allocated sites by pro-active
engagement with developers
On Track
Works are well advanced on a
significant number of allocated sites
across the District and others are
close to receiving permission (subject
to completion of S106 Obligations).
Discussions are commencing on the
largest allocated site in Fakenham
with a view to application being
submitted Spring 2016. Discussions
and negotiations with landowners
continue on other allocated sites as
well as other windfall sites.
AAP 15/16 - H A 02 - We will
seek to increase the number of
homes built of all tenures by
reviewing the Housing Incentive
Scheme and exploring other
innovative means of improving
delivery
Completed
Successfully
The number of new homes built in all
tenures was the second highest
recorded since 2001 (503 dwellings to
March 2015). The Housing Incentive
Scheme has been extended until
December 2016 and further housing
delivery initiatives are being
considered as part of the Councils
Housing and Planning strategies.
AAP 15/16 - H A 03 - We will
develop a Property Investment
Strategy to supplement the
delivery of additional housing
On Track
Cabinet will consider a report
recommending establishment of
wholly owned property company in
February.
AAP 15/16 - H A 04 - We will
support the development of
neighbourhood plans by aligning
the wishes of towns and
parishes with the local plan
review
On Track
Two Neighbourhood Plans are being
prepared for Holt and Corpusty and
Saxthorpe. Interest has been
expressed for a number of other
Parishes/Towns to investigate the
benefits of neighbourhood plans.
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Activity
Status
Progress/ Action Note
AAP 15/16 - H A 05 - We will
support owners to bring empty
homes back into use and
provide opportunities to do so
through the application of our
statutory powers
Some
Problems
Cabinet approval of CPO action has
prompted owners of some long-term
empty properties to take action likely
to return the properties to use but
although Empty Homes processes
are slowing the rate of increase in
long-term empty properties there is
still reduced capacity in housing
inspections which means some
properties are still not being dealt with
as quickly as normally expected.
AAP 15/16 - H A 06 - We will
gather the evidence in support
of the review of the local plan
including publishing the joint
strategic housing market
assessment, including
identifying specialist housing
need in response to the
prospective age profile of the
district.
On Track
A joint Strategic Housing Market
Assessment (SHMA) has been
published and a Business Growth and
Investment Opportunities Study is
underway.
B - Increase the number of affordable homes with a range of tenure types
Activity
Status
Progress/ Action Note
AAP 15/16 - H B 01 - We will
seek to increase the number of
affordable homes provided
across the district through a
range of delivery mechanisms
and including the local
investment strategy loan to
registered providers
On
Track
It is expected that 75 affordable dwellings will
be completed across the district during
2015/16 of which seven will be sold as
shared equity or shared ownership. The first
planning applications for schemes funded
through the Local Investment Strategy loan
to Registered Providers are due to be
determined in February 2016.
C - Secure investment in new infrastructure
Activity
Status
Progress/ Action
Note
AAP 15/16 - H C 01 - We will consult and then obtain
agreement on a process for securing contributions
towards infrastructure from development proposals in
the district known as section 106 agreements
Not
Started
Work on this project
is being delayed,
due to other
priorities.
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Coast, Countryside and Built Heritage
A - Maintain the integrity of special landscape designations and balance the
development of housing and economic activity with the need to preserve the
character and quality of the district's countryside and built heritage
Activity
Status
Progress/ Action Note
AAP 15/16 - C A 01 - We
will assess and implement
requirements for new
Green Flag Awards and
work to retain the existing
awards
Completed
Successfully
Green Flag awards retained at all three
sites including Holt Country Park, Pretty
Corner Woods in Sheringham and Sadler’s
Wood in North Walsham.
AAP 15/16 - C A 02 - We
will work with other
agencies to retain four of
the district's Blue Flags for
the quality of the beaches
and to achieve Quality
Coast Awards elsewhere
Completed
Successfully
Blue Flags successfully retained at all four
beaches including Sheringham, Cromer,
Sea Palling and Mundesley with Quality
Coast Awards for East Runton and Wells.
Managing Performance Quarter 3 2015-16 v 1.0
Page 32 of 43
Activity
AAP 15/16 - C A 03 - We
will manage the waste and
recycling contracts to
ensure an excellent level
of service and promote
high levels of recycling
Status
On Track
Progress/ Action Note
The number of missed bin collections,
including assisted collections, remain
above the contract targets. However, the
position has improved in the latter part of
2015. During the year there have been a
number of occasions when Kier have failed
to complete collections on the scheduled
day, for which, as previously, they have
cited the unreliability of agency staff to
cover leave/sickness and a number of
severe vehicle breakdowns as significant
causal factors.
To overcome these issues, contract
monitoring and management has been
strict. In total, 158 contract defaults have
been issued in the period April - November
2015, almost double the number issued in
the same period in 2014. However, this
robust approach is having the desired and
intended impact. Kier have responded well
and alternative systems and procedures
are now in place in terms of covering
absent staff or vehicles with defects and
seem to be working well, with little in the
way of disruption to scheduled collections
in the latter part of 2015. Kier also report
they have recruited into positions that were
being filled too often by agency staff.
The cleanliness of North Norfolk
throughout the tourist season was
generally found to be very good and was
another area of significant focus for
proactive monitoring by the Environmental
Services team to ensure corporate
priorities were met and that any problems
that were identified were dealt with swiftly.
The lack of consistent senior management
at Kier remains the root cause of many of
the issues. The management of the
contract at local level has again changed
during the latter part of 2015, with the role
of Operations Manager at Kier, vacant as
at the end of December.
Managing Performance Quarter 3 2015-16 v 1.0
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Activity
Status
AAP 15/16 - C A 04 - We
will ensure that all reported
fly-tipping and pollution
complaints will be
responded to within two
working days
Progress/ Action Note
On Track
Throughout the quarter the response to
complaints has been consistent and
maintained the cumulative response time
of 82%
We received 168 requests for service over
the quarter of which 127 (76%) were
responded to within 2 working days.
This percentage comprises the following
data:
77% of Nuisance cases were responded to
within two days.
100% of Drainage cases were responded
to within two days.
73% of fly tipping cases were responded to
within two days.
There has been a significant improvement
in fly tipping cases with the percentage
over last quarter increasing by 9%.
However there was a reduction of 13% on
the last quarter with the Nuisance cases.
On further investigation into the causes of
this it is associated with errors in data
recording after new processes have been
setup and a specific period of holiday cover
during October. These matters have now
been addressed.
B - Recognise the District's built environment as a heritage asset when promoting
North Norfolk
Activity
Status
Progress/ Action Note
AAP 15/16 - C B 01 - Through
the work of the Council's
Enforcement Board we will take
appropriate action where listed
buildings and buildings within
conservation areas are
considered to be at risk
On
Track
The complex nature of the cases presented
to the Enforcement Board, means these are
resource heavy. Changes to working
practices and procedures on the back of
BPR will have some positive benefits but
there remains a challenge when our overall
workload (no. of planning applications) is
increasing.
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C - Design a more cohesive framework for coastline management
Activity
Status
Progress/ Action Note
AAP 15/16 - C C 01 - We will
investigate options to improve
coastal management with
neighbouring coastal councils
On
Track
Cabinet approved the establishment of the
coastal partnership in November 2015, as
did the other partner authorities. The
necessary agreements, logistical matters
and procedures are now being developed
and it is expected that the partnership will
formally establish in April 2016. The wider
partnership of organisations beyond the local
authorities is beginning to evolve under the
secretariat of the Marine Knowledge
Exchange Network (MKEN).
AAP 15/16 - C C 02 - We will
work with coastal communities
and other agencies to identify
coastal management schemes
and sources of funding working
with the Environment Agency to
explore the best possible
solutions for all our communities
On
Track
Continual work in assessing opportunities for
funding. Continued engagement with local
communities through Coastal Forum and
one to one contact where required. Ongoing improvements and innovation in
coastal awareness raising. Endeavours to
source sufficient funds to support the
Bacton-Walcott project are continuing and
the partnership approach to developing that
project is proving valuable.
D - Continue to defend coastal settlements against erosion wherever practicable
Activity
Status
Progress/ Action Note
AAP 15/16 - C D 01 - We
will manage the final
delivery of the £8.6m
Cromer Defence Scheme
On Track
Works are progressing with co-ordination with
other activities required to be completed prior
to resurfacing of the promenade.
AAP 15/16 - C D 02 - We
will consider plans to
redevelop sea front
property assets in Cromer
for completion following
the Cromer Defence
scheme
Some
Problems
The Cromer sea defence scheme was due to
be completed by March 2015 but due to
delays encountered following the storm surge
this has not been possible. The contractors
Volker Stevin therefore returned to complete
the works between September 2015 and
March 2016. The 'Master Plan' for the West
Prom redevelopment was agreed and signed
off by Cabinet on 5 January 2016 and works to
deliver the initial phase 1 works will
commence from April 2016. Additional funding
to support the delivery of Phase 2 was also
recommended and now needs to be signed off
by Full Council later this month.
Managing Performance Quarter 3 2015-16 v 1.0
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Activity
Status
Progress/ Action Note
AAP 15/16 - C D 03 - We
will work with other
agencies to assess and
respond to the issues
arising from the proposed
Bacton Gas Terminal
coastal defence scheme
On Track
Stage 1 - Investigation of options has been
completed. Stage 2 - Screening Scoping and
Modelling are beginning. There remains a
significant funding gap. The partnership with
operators and the Environment Agency
remains strong.
AAP 15/16 - C D 04 - We
will manage the delivery of
the £800k Sheringham
West Sea Wall
Improvement Scheme
On Track
Progress before Christmas was ahead of
schedule; works continue and should be
completed in early spring. There may be an
opportunity to enhance the scheme with
additional works and make opportune use of
funds available.
Managing Performance Quarter 3 2015-16 v 1.0
Page 36 of 43
Localism
A - Recognise the important role that Town and Parish Councils have as the
democratic embodiment of their communities
Activity
AAP 15/16 - L A 01 - We will respond
positively to a Community Right to
Challenge to take over the running of
services within their area/communities if
they can be run more efficiently (to our
Service Level Agreement)
Status
On Track
Progress/ Action Note
Building works underway
by North Norfolk Railway
to provide new
Sheringham Tourist
Information Centre (TIC)
and Toilets
Temporary toilets are in
place and the transfer of
services is anticipated 1
April 2016.
AAP 15/16 - L A 02 - We will maintain a
regular dialogue and work with Town and
Parish Councils
AAP 15/16 - L A 03 - We will hold
workshops for training and development, in
particular to encourage wide community
participation in the planning and democratic
processes
On Track
Workshops were held in
November 2015. Further
workshops are being
planned in relation to the
Local Plan Review.
Completed
Successfully
Workshops were held in
November 2015.
Managing Performance Quarter 3 2015-16 v 1.0
Page 37 of 43
B - Encourage communities to develop their own vision for their future and help
them to deliver it
Activity
Status
AAP 15/16 - L B 01 - We will
support and encourage
Community Engagement
Schemes in those parishes
where there is a local demand
Progress/ Action Note
On Track
All opportunities to encourage new
groups are being taken and Stalham
Town council are now working on a
town plan.
We continue to communicate with
the Dog Warden volunteers via a
newsletter and have reports back
from them on specific hotspot
locations in their parish. Have also
attended local parish meetings to
promote the scheme in areas where
there are no wardens.
Also engaging with local landowners
and community groups where
hotspots are identified to ensure all
in the community are involved in
helping to solve the problem.
AAP 15/16 - L B 02 - We will
implement a Community
Resilience Planning programme
to increase uptake amongst local
communities so that
communities are able to help
and support each other in the
face of a common crisis
Completed
Successfully
On going engagement with new and
existing teams. Flood warden
exercise undertaken on 10 October
2015.
C - Encourage the growth of The Big Society within communities
Activity
Status
Progress/ Action Note
AAP 15/16 - L C 01 - We
will continue to support
local communities to obtain
funding and other
assistance to deliver their
local priorities
On
Track
The Big Society Fund has approved 22 grants to
support community initiatives since April 2015.
The LEADER funding programme is now live and
discussions with potential applicants for the
Enabling Fund are now taking place, but
applications to the fund can only be made once
an initial LEADER application has been made.
Managing Performance Quarter 3 2015-16 v 1.0
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Delivering the Vision
A - Deliver strong governance arrangements
Activity
Status
Progress/ Action Note
AAP 15/16 - V A 01 - The
Audit Committee will oversee
a review programme to
ensure that audit coverage
reflects the risks facing the
Council
On Track
AAP 15/16 - V A 02 - We will
set and achieve 100%
compliance with deadlines
agreed with Internal Audit for
recommendations rated as
Important and Urgent
Some
Problems
Some delay on important recommendations,
but follow up work continuing.
AAP 15/16 - V A 03 - We will
maintain a robust
performance management
framework for managing the
Business Transformation
Programme
On Track
Project Manager has been recruited and
has undertaken a review of the programme
and project management processes and
tools of the Digital Transformation. A
standardised “project On A page” format
has been adopted and is submitted to
Programme Board meetings. A six monthly
programme update is also submitted to
Cabinet to provide an overview of progress.
B - Ensure that effective communications exist
Activity
AAP 15/16 - V B 01 - As part
of the Business
Transformation Programme
we will work to develop our
approach to digital and social
media and work to improve
our services for residents and
other customers
Status
On Track
Managing Performance Quarter 3 2015-16 v 1.0
Progress/ Action Note
A Communications Strategy has been
produced by the Communications
Manager and has been approved by the
Programme Board. This is being used
to inform the procurement of the
Council Contact Management system
which will include Social Media
facilities.
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Activity
Status
Progress/ Action Note
AAP 15/16 - V B 02 Following the Member
Induction Programme we will
provide a programme of
Member Development to allow
Members to be effective in
their roles
Completed
Successfully
Now that the Members Induction
Programme is complete, the Members
Development Group is focussing on ongoing learning and development to build
in Members' skills and Knowledge to
help them become more effective in the
roles. Sessions in the pipeline include
social media skills, speed reading for
iPads and advanced casework. Elearning has also been offered to those
Members that are interested.
AAP 15/16 - V B 03 - We will
implement a unified
communications approach for
all of our digital media
documents and will procure a
customer information system
On Track
This activity is designed to deliver the
following. I therefore recommend the
name of the activity is changed to
"Implement unified communications,
document management system and
customer information system"
We will procure and implement:
1) Unified Communications to provide
modern and flexible: telephony,
messaging and video conferencing
facilities throughout the council.
2) A document Management System to
provide central storage and control of
all our digital media and documents
3) A Customer Information System to
centrally record and manage contact
information for all users of Council
services.
Progress:
1: delivered in November 2015
2: Implementation of pilot system in
progress now. Full implementation by
December 2016
3: Soft market testing and requirements
gathering in progress and procurement
to follow. Implementation to be
complete by July 2016.
Managing Performance Quarter 3 2015-16 v 1.0
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C - Deliver strong and proportionate organisational management in the Council
Activity
Status
AAP 15/16 - V C 01 - We will undertake
reviews of all major business processes in
order to improve customer service and deliver
financial savings detailed in the financial
strategy
Progress/ Action Note
On
Track
Planning Business Process
Reviews are now moving to
the implementation stage.
D - Prioritise Services and Functions in line with the wishes of our communities and
to deliver our corporate objectives
Activity
AAP 15/16 - V D 01 - We will
review the objectives in the
Corporate Plan to ensure it
takes account of emerging
issues and opportunities
Status
Progress/ Action Note
Completed
Successfully
A new Corporate Plan was approved
by Cabinet and Full Council in
September 2015. An annual action
plan is in the process of being
developed, with a view to be
implemented in April 2016.
E - Deliver year-on-year improvements in efficiency
Activity
Status
Progress/ Action Note
AAP 15/16 - V E 01 - We
will review the delivery
model for the Revenues
and Benefits service
On Hold
The proposal for the future shared
management arrangement for the Revs and
Bens service with the BCKLWN is not being
progressed because of the technical
difficulties experienced with running the Civic
system across two sites.
AAP 15/16 - V E 02 - We
will continue to drive
improvements and
efficiencies to protect the
District Council's part of the
Council Tax Charge
On Track
Budget report for 2016/17 to be presented to
members for approval in February 2016.
AAP 15/16 - V E 03 - We
will identify ways to reward
and recognise staff in the
delivery of high quality
services
Some
Problems
The East of England Local Government
Association (EELGA) is undertaking a market
review on the Council's employee pay-scales
and the staff focus group also looked at
reward schemes for staff. Further work needs
to take place on this activity. Progress will be
reported to the Corporate Leadership Team.
Managing Performance Quarter 3 2015-16 v 1.0
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Activity
Status
Progress/ Action Note
AAP 15/16 - V E 04 - We
will continue to implement
the Business
Transformation
Programme to drive
efficiencies into all of our
services
On Track
The roll-out of the Unified Communications
solution is complete this year.
The business process review (BPR) of the
Planning Service is progressing well. The
implementation plan is in progress which will
deliver the revised ways of working. Staff
consultation is in progress.
The Invitation To Tender (ITT) for the
procurement of a Council Contact Centre is
being developed. Soft Market testing has
taken place to assist in refining the business
requirements. The Cabinet paper requesting
release of the funding to deliver this project
has been submitted
The pilot implementation of SharePoint
document management facilities is in
deployment.
A new Website Content Management System
has been commissioned is being deployed.
Work on the other enabling technology
programme continues in accordance with
timeline and budget plans.
Managing Performance Quarter 3 2015-16 v 1.0
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Version Control
Version
0.1
Originator
Helen Thomas
0.2
0.3
0.4
1.0
Helen Thomas
Helen Thomas
Helen Thomas
Helen Thomas/
Emma Denny
Description including reason for changes
First draft for Heads of Service to review and
complete
Second draft
Third draft
Fourth draft – overviews updated
Final approved by Cabinet
Managing Performance Quarter 3 2015-16 v 1.0
Date
13/01/2016
19/01/2015
19/01/2015
08/02/2016
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